diversity, equity & inclusion in the workplace

DIVERSITY, EQUITY & INCLUSION IN THE WORKPLACE

GLOBAL CONSUMER TRENDS

REPORT OVERVIEW

Global Consumer Trends: Diversity, Equity & Inclusion in the Workplace The last five years have seen a marked turn towards open conversations on racial equality, gender and sexual identity, and a greater awareness of what makes each of us unique and valued. This conversation is manifest in societal movements centered around the topics of diversity, equity, and inclusivity around the world, bringing these issues to the fore in many aspects of our lives.

At the same time, these same conversations are happening in the workplace, engaging employees and employers alike on these issues and bringing awareness to the role these factors can play in the growth and success of employees and organizations overall. As this awareness grows, so too does the commitment to understanding how to measure that impact, seen in the formation and launch of Diversity, Equity, and Inclusion (DEI) programs that set metrics and key performance indicators (KPIs) that inform the workplace experience. These, in turn, can be reviewed and acted upon to ensure the desired benefits of DEI can be realized.

With companies and organizations both large and small – from multinational FORTUNE 100 companies to public institutions – now tracking the progress of these programs, Dynata sought to understand the current landscape of DEI in the global workplace. Using responses from more than 12,600 consumers across 11 countries – including the US, Canada, the UK, France, Spain, Germany, Italy, the Netherlands, China, Japan and Australia – Dynata’s Global Consumer Trends: Diversity, Equity & Inclusion in the Workplace explores the attitudes and opinions of employees, managers and people leaders surrounding DEI programs in their organizations – from meaningful measures to effects on recruiting and reputation - and what those feelings could mean for the improvement and further effectiveness of these initiatives.

“Having worked with government, businesses and civil society, I've seen first-

hand how we can all work together to increase diversity and inclusion. A diverse workforce which brings together different perspectives, ideas and ways of thinking is essential for innovation in business, just as

it is in wider society. Dynata’s report reveals that significant progress still needs to be

made when it comes to equal opportunities and working conditions for all, but there

are examples of good programmes helping firms to address these issues."

SAMUEL KASUMU FORMER ADVISER FOR CIVIL SOCIETY AND

COMMUNITIES FOR THE BRITISH PRIME MINISTER & MANAGING DIRECTOR AT INCLUSIVE BOARDS

““

KEY FINDINGS

Employees rate accountability and progress reporting – to internal and external audiences – as the most important elements of

successful Diversity, Equity & Inclusion (DEI) initiatives.

Creating a safe environment and paying employees fairly are the

most important desired outcomes for DEI, and the benefits of these initiatives include greater feelings of confidence, productivity and

belonging.

Saying or doing hurtful things unintentionally – “microaggressions” – and stereotyping are still common

in the workplace. Hearing unintentionally hurtful things is

more common for ethnic minorities in the UK (51%) and USA (46%).

51% UK

46% USA

1 2 3

66% – Safety – Belonging – Compensation

Most important desiredoutcomes of DEI programs

Just over 1/3

KEY FINDINGS

There is a significant perception gap

between senior leaders and non-managers in

measuring DEI success.

Past standards are not today’s guidelines, and there could be a generation gap in recognizing this. Familiarity

with DEI highest among with Gen Z and Millennials.

An unintended consequence of DEI? Some employees fear losing their job in a

more diverse, equitable and/or inclusive organization.

White American men have a complicated relationship with DEI, believing they are

educated but fearful of losing their job because of DEI.

4 5 6 7

60% SENIOR

LEADERS

41% NON-

MANAGERS

CULTURE OF BELONGING AWARENESS OF DEI

VS

Millennial 58% & Gen Z 56%THE HIGHEST

1 in 3

fear losing job68%

of White American Men say they don't need DEI training

YET 46% ARE WORRIED ABOUT LOSING JOB B/C OF DEI

DEFINING DIVERSITY, EQUITY & INCLUSION

DIVERSITY

ORGANIZATIONAL METRICS/BENCHMARKS FOR DIVERSITY, EQUITY & INCLUSION*:

employees come from a variety of backgrounds, perspectives, and life

experiences – such as race, ethnicity, gender identity, sexual orientation, religion, disability, or veteran status.

EQUITY

efforts are made to eliminate the barriers that may have prevented

the full participation of some groups. The goal of equity is fair

treatment, access, opportunity, and advancement for all employees.

INCLUSION

efforts are made to help all employees feel involved,

valued, respected, treated fairly, and to have a sense

of belonging.

Documented policies for DEI programs

Percentage of these groups in company leadership/board level

Measuring pay equity improvements

Employee Resource Groups (ERGs)Metrics on new hires, retention and turnover of: minority employees, women employees, disabled, LGBTQ+ and employees with children

*Metrics cited by Forbes, FORTUNE, Corporate Equality Index

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4

3

5

DIVERSITY, EQUITY & INCLUSION SNAPSHOT

A LOOK AT THE BUSINESS WORLD’S PERFORMANCE AGAINST DIVERSITY, EQUITY & INCLUSION METRICS*:

*According to PwC’s 2020 Global Diversity & Inclusion Survey

Only 5% of FORTUNE 500

CEOs were women in 2018

(24 of 500)

Men are still 2-3 times more likely

to hold senior management level positions

Hiring discrimination against Black

Americans has not declined in 25 years

(primarily due to employers still lean towards hiring

white applicants when all other factors are equal)

Heterosexism continues to deter

LGBTQ+ employees' climb up the

corporate ladder

GOALS AND EXPECTATIONS

EMPLOYEES VALUE DIVERSITY – BUT PERCEIVE COMPANY LEADERSHIP TO BE LESS DIVERSE THAN THEIR ORGANIZATIONS AS A WHOLE

% GLOBAL EMPLOYEES WHO CONSIDER EACH TO BE “EXTREMELY” OR “VERY” DIVERSE

36%

44%

49%

COUNTRIES THAT VALUE WORKING WITH PEOPLE DIFFERENT FROM THEMSELVES

HIGHEST LOWEST

49%72% 70% 70% 55%

64% of global employees find it VALUABLE TO WORK WITH PEOPLE DIFFERENT FROM THEMSELVES

YOUR ORANIZATION'S LEADERSHIP

YOUR TEAMYOUR ORGANIZATION

4 IN 10 EMPLOYEES HAVE ACCESS TO WORKPLACE DEI PROGRAMS – AND MOST PARTICIPATE

% EMPLOYEES WITH ACCESS TO A DEI PROGRAM AT WORK

GLOBAL 41%

64%

54%

53%

44%

44%

36%

36%

35%

33%

20%

32%

70%

88%

53%

80%

47%

72%

56%

80%

41% OF GLOBAL EMPLOYEES WORK AT AN ORGANIZATION WITH A DEI PROGRAM

70% OF GLOBAL EMPLOYEES WITH ACCESS TO A DEI PROGRAM ARE “EXTREMELY” OR ”VERY” ACTIVE PARTICIPANTS

disabled employees

disabled employees

working parents

working parents

of ethnic minorities*

of ethnic minorities*

LGBTQ+

LGBTQ+

EMPLOYEES IN CHINA, USA, AND UK are most likely to have a DEI program in their workplace. Japan, France, and Germany are least likely.

*Ethnic minorities surveyed in Australia, Canada, UK & US

MOST IMPORTANT ELEMENTS OF A DEI PROGRAM TO GLOBAL EMPLOYEES

EMPLOYEES RATE ACCOUNTABILITY AND PROGRESS REPORTING AS MOST IMPORTANT ELEMENTS OF SUCCESSFUL DEI INITIATIVES

Among global employees familiar with DEI, 58% CITE DIVERSE RECRUITING as a desired outcome of DEI programs

Regular structured reporting to internal or external committees/agencies

Recruiting new talent from a variety of sources to ensure more

diverse candidate pools

Policies and strategies that strengthen and maintain organizational diversity

Celebrations of different types of diversity

Employee Resource Groups (ERGs) – employee-led groups whose aim is to

foster a diverse, inclusive workplace

Programs to help workers to identify unconscious bias and/or learn about

systematic barriers to equality

37%

34%

32%

28%

28%

34%

CREATING A SAFE ENVIRONMENT AND PAYING EMPLOYEES FAIRLY ARE THE MOST DESIRED OUTCOMES FOR DEI

MOST IMPORTANT OUTCOMES OF ANY DEI PROGRAM (Among global employees familiar with DEI)

FOSTERING INCLUSION AND A SENSE OF BELONGING

DIVERSE DECISION-MAKERS

FAIR COMPENSATIONUSING INPUT FROM DIVERSE WORKERS

TO CREATE BETTER STRATEGIES

66%Creating a sense of safety and

belonging for all employees

RECRUITING AND SUPPORTING THE GROWTH OF DIVERSE EMPLOYEES

60%Mentorship and training for diverse employees

58%Favor greater diversity in company leadership

65%Compensating all employees fairly

60%Favor using input from diverse employees

for smarter strategy development

A REALITY CHECK

MOST EMPLOYEES FEEL THEY ARE TREATED FAIRLY

Participate in a DEI program Participate in a DEI program

No access to a DEI program No access to a DEI program

61%of employees feel they are treated with the same levels of fairness and respect as anyone else 60%

of employees feel their company offers fair compensation regardless of race, gender, identity, etc.

60% 70%

52% 50%

Fairness and respect Fairly compensated

EMPLOYEES REPORT THAT MICROAGGRESSIONS AND STEREOTYPING ARE COMMON IN THE WORKPLACE

MICROAGGRESSION A comment or action that unintentionally expresses prejudice toward a member of a marginalized group (such as a racial minority).

MICROAGGRESSIONS ARE COMMON % of respondents reporting hearing unintentionally hurtful things in the workplace

51%

34%38%

46% 45%

37%

42%

35%

Ethnic minorities*

White

37%

often experience microaggressions at work

33%

often feel stereotyped at work

HIGHER AMONG

HIGHER AMONG

Disabled

54%

Disabled

50%

Working parents

47%

Working parents

41%

LGBTQ+

41%

LGBTQ+

36%


MANY EMPLOYEES THINK THEIR COMPANIES CAN DO BETTER

43%believe their organization has a long way to go to truly support and appreciate diversity

58% 51%53%

45% 44%

Disabled employees

Working parents

Ethnic minorities*

LGBTQ+ Women


EMPLOYEES FEEL THEY BENEFIT FROM DEI PROGRAMS – AND THEIR COMPANIES DO, TOO

92%of employees whose organizations have DEI programs feel they benefit personally 96%

of employees whose organizations have DEI programs feel they are beneficial to the organization

HOW DO THEY FEEL THEY BENEFIT? HOW DO THEY FEEL THEIR ORGANIZATIONS BENEFIT?

Feel more confident (23%), productive (22%) and creative (21%)

Better communicator (22%), better able to help others (22%) and more awareness of their own biases (18%)

Greater sense of belonging (21%) and feeling their perspectives are valued by others (20%)

68% - competitive edge in recruiting new talent

67% - makes them more attractive to new customers

67% - differentiates them from competitors

66% - boosted reputation in the marketplace

THERE IS A SIGNIFICANT PERCEPTION GAP BETWEEN SENIOR LEADERS AND NON-MANAGERS IN MEASURING DEI SUCCESS

MORE WORK TO DO? DEI PERFORMANCE MEASURES PERCEIVED AS MORE SUCCESSFUL BY SENIOR LEADERSHIP THAN NON-MANAGERS

% WHO THINK THE LEADERSHIP OF THEIR ORGANIZATION IS “EXTREMELY” OR “VERY” SUCCESSFUL

Creating an environment of respect and belonging

60%52% 52%

41%

58% 58% 57%51% 50%

38%41% 41%

Being open-minded about people's differences

Committing to compensate workers fairly

Recognizing, respecting and communicating effectivley with people

of differnt cultural backgrounds

Senior Leadership

Middle Managers

Non-Managers

Among employees who are aware that their company has a DEI program, 90% of Senior Leaders say they are “very” or “extremely” active participants

GENERATION GAPS APPEARS IN AWARENESS AND PARTICIPATION LEVELS FOR DEI

51%

56%+

35%

42% 30%

41%

GEN X AND BOOMERS WITH ACCESS TO DEI PROGRAMS PARTICIPATE LESS ACTIVELY THAN YOUNGER WORKERS

% “extremely” or “very” active participants in DEI program (among those with access)

GEN X AND BOOMERS HAVE LESS DIVERSE TEAMS

% consider the team they work on “extremely” or “very” diverse

OLDER GENERATIONS ARE LESS AWARE OF WHAT DEI PROGRAMS ARE

% “extremely” or “very” familiar with the concept of DEI programs

Gen Z & Millennial

Gen Z & Millennial

Gen X Boomers

Gen X Boomers

67% 46%77%+Gen Z &

MillennialsGen X Boomers

ONE BARRIER TO IMPROVING DEI: MANY EMPLOYEES FEEL THEY ALREADY KNOW IT ALL

48%of employees do not feel they need any training around DEI

THIS IS HIGHER AMONG WHITE AMERICANS AND SOME EMPLOYEES BELONGING TO DIVERSE GROUPS

HIGHER AMONG COMPANY LEADERS

HIGHER AMONG PEOPLE WHO PARTICIPATE IN AND FEEL THEY

BENEFIT FROM THEIR DEI PROGRAM

61%

54% 55%44% 58%

59% 49%of White

Americans

of Senior Leadership

participate in DEI program (vs. 44% of employees with no access to a DEI

program)

Non-Managers

feel they benefit from their DEI

program

DisabledEthnic

minorities*


WHILE MANY BELIEVE THEY BENEFIT FROM DEI, SOME EMPLOYEES FEAR THEY COULD LOSE THEIR JOB BECAUSE OF IT

31% OF EMPLOYEES WORRY THEY WILL LOSE THEIR JOB IF THEIR ORGANIZATION BECOMES MORE DIVERSE, EQUITABLE, OR INCLUSIVE

Higher among younger generationsEmployees in organizations with DEI programs are twice

as likely to feel this way

Almost half of those who feel they benefit from a DEI

program have this concern

37% 44%27%

22%36% 17%

Gen Zorgs with a DEI program

Gen X

no DEI programMillennial Boomer

VS VS& &

OF EMPLOYEES WHO FEEL THEY BENEFIT FROM PARTICIPATING IN THEIR DEI PROGRAM worry about losing their job if their organization becomes more diverse, equitable and/or inclusive

47%

WHITE AMERICAN MEN HAVE A COMPLICATED RELATIONSHIP TO DEI

believe their leaders are willing to do whatever it takes to become more diverse, equitable and/or inclusive (compared to 58% White American women, 60% ethnic minorities in the US, 53% global)

feel their company offers fair compensation to all (compared to 66% of White American women and 63% of ethnic minorities in the USA)

THEY BELIEVE THEIR ORGANIZATION SUPPORTS DIVERSITY

MOST AGREE COMPANIES OFFER FAIR COMPENSATION TO ALL

ALMOST HALF WORRY THAT DEI GAINS IN THEIR WORKPLACE COULD COST THEM THEIR POSITION

46% worry about losing their job if their company becomes more diverse, equitable, and/or inclusive (28% of White American women and 40% of ethnic minorities in the USA)

TWO-THIRDS BELIEVE THEY DON’T NEED ANY DEI TRAINING

68% do not feel they need any training or education around diversity, equity and inclusion (54% of White American women and 51% of ethnic minorities in the USA)

79%

81%

OPPORTUNITIES AWAIT

PATHWAYS TO A MORE DIVERSE, EQUITABLE & INCLUSIVE WORKPLACE

PROGRESS REPORTING

AND METRICS MATTER

INITIATIVES AND PROGRAMS SHOULD BE DESIGNED FOR

AND AVAILABLE TO ALL EMPLOYEES

ADDRESS POTENTIAL UNINTENDED

CONSEQUENCES OF DEI

SENIOR LEADERS AND MANAGERS SHOULD TAKE

GREATER OWNERSHIP AND MAKE COMMITMENTS

TO ACTION

MAKE DEI AN INTEGRAL PART OF YOUR

COMPANY CULTURE AND NOT JUST A PROGRAM

Set and measure to track progress

and identify opportunities to

improve

Prioritize improving awareness of DEI

efforts & encouraging participation

Prepare for and address potential

impacts and anxieties of a DEI-forward

strategy so benefits are not obscured

Communicate that commitment and make it part of goal-setting

and performance reviews

Help employees and leaders understand

and live the DEI program as part of the organization's identity

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METHODOLOGY

Dynata’s Global Consumer Trends: Diversity, Equity & Inclusion in the Workplace survey covered the USA, Canada, the UK, France, Spain, Germany, the Netherlands, Italy, China, Japan, and Australia from July 26-August 9, 2021, with oversampling for ethnicity taking place August 17-20, 2021. Targeted participants were full-time employees selected across all Dynata’s research panel assets, quota-controlled to reflect the population on Age and Gender; ethnicity was also asked in the USA, the UK, Canada, and Australia. Generations were broken out as follows: Gen Z - age 18-25; Millennial - 25-39; Gen X - 40-55; and Baby Boomer - 56-70. Sample sizes were USA (1388), Canada (1400), UK (1375), Spain (1000), France (1000), Germany (1000), The Netherlands (993), Italy (1000), China (1000), Japan (1000) and Australia (1214) – Total 12,370. The margin of error (at the 95% confidence level) is +/- 3% at the country level, +/-1% at the total level.

diversity, equity & inclusion in the workplace

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